As the world becomes more sustainable and electrified, electrical manufacturers will face increasing demand. Alongside that demand, manufacturers are facing increased pressure from a wide variety of stakeholders to operate more sustainably. Employees, customers, shareholders and governments are all pushing for companies to operate more sustainably, and companies are responding by setting sustainability goals to guide their efforts.

Managing their impact on the planet’s natural resources while scaling production with increasing demand for electrical products is likely to be a defining challenge for manufacturers over the coming decades. But how should companies approach this challenge? A combination of strategic investments, operational efficiencies and employee engagement is required to drive lasting and meaningful progress.

Factor 1. Focus on high-impact efficiency upgrades

Manufacturing facility managers know that it is impossible to address every potential sustainability improvement at once. Developing criteria to identify particularly impactful upgrades at various levels of investment can

be a useful starting point. For instance, plant managers can identify which equipment uses the most energy or is used most frequently, or single out aging equipment that would probably need to be replaced soon for production reasons anyway. Building environmental considerations like energy use into the process when selecting new equipment is a good way to drive improvement while keeping costs down. At nVent, we were able to save 827,000 kilowatt hours and more than 238 metric tons of CO₂e in 2022 by completing air compressor upgrade projects.

Water use is a growing concern for manufacturing operations, particularly in water-stressed areas of the world. Many of the ways in which water is used in manufacturing lend themselves well to closed-loop systems where water can be recycled or repurposed to be used in multiple operations. Water recycling and recirculation systems can save millions of gallons per year for manufacturers, reducing costs and helping manufacturers reduce the pressure they put on their local water systems.

Facility lighting can also be a high-impact area. Switching to LED lighting where possible can save hundreds of thousands of kWh in a large global operation, helping companies manage energy costs as well. Heat reuse can also be explored as an option — repurposing heat generated by manufacturing operations in facility heating reduces the need for additional energy spent on heating. When pitching environmental improvement projects internally, remember that sustainability projects can often help pay for themselves over time through a reduction in energy and water costs and more efficient operations.

Factor 2. Monitoring and control technology

When replacing equipment with more efficient alternatives is not feasible, or even if it is, monitoring and control technology can be a critical step for reducing energy and water use. This technology can be applied to both manufacturing equipment and facilities. For instance, implementing automation systems in building heating, cooling and lighting can help reduce energy use overall by ensuring that energy is not being spent cooling, heating or lighting spaces where people are not present.

In a busy manufacturing environment, it is unfortunately common for machinery to be left running when not in use. Implementing auto-shutoff or timed switches and valves into equipment like washer systems, paint lines and more can help manage water and energy use. Monitoring and control technology helps bring all these systems together into facility management systems so building operators can get real-time insights into equipment that is using more power than it should and take action to mitigate any errors.

Factor 3. Renewable energy

On a larger scale, renewable energy projects can dramatically reduce manufacturers’ environmental footprints. In many areas of the world, the large roofs of manufacturing facilities are ideal for solar installations. Solar energy can help drive employee engagement and pride as well. Displaying the amount of solar energy generated shows employees that they are working for a company that cares about the environment.

Renewable energy installations can certainly require investment — these projects often have high initial costs. However, the long-term energy savings as energy prices continue to rise will likely offset these costs over time. Consider how to prioritize projects based on important factors like available exposure to natural daylight, rising local energy costs and grants or tax incentives. Additionally, facilities that generate more energy than they use may have opportunities to sell energy back into the grid, introducing a new source of revenue for manufacturers and greening the local grid. As the world transitions away from fossil fuels, switching to renewable energy is an inevitability. Companies that begin making the transition now may have the advantage of staying ahead of regulatory pressure and new expectations from stakeholders.

Factor 4. Employee engagement

Developing a strong process for sourcing environmental improvement projects from within organizations is a key piece of any sustainability program. Employees who work every day with manufacturing equipment, within facilities and with customers are excellent sources of ideas that can become impactful projects. Establishing a good process to take advantage of employee ideas is critical. This can be achieved through collaboration with particularly motivated employees like employee engagement group (ERG) leaders, but it requires buy-in from leadership. Demonstrating a formalized process for implementing employee ideas will help develop momentum for these projects, with employees seeing their peers’ ideas taken seriously and implemented, encouraging them to contribute their own.

For example, in 2022, the Employee Resource Group of a London-based design and manufacturing company has local sustainability teams around the world that help complete site assessments aimed at identifying potential environmental improvement projects. Grass Roots employees also held training events where employees learned about Scope 1, 2 and 3 emissions and the use of a new facilities assessment tool for identifying, measuring and reducing energy, water and waste emissions at local sites. Employees then put this knowledge to use, identifying potential improvement projects to help reduce our impact on the environment.